| Project Server puts the Fizz in Coca-Cola |
Coca Cola Bottling Company chose Project Solutions Group for help with implementation and training. With the EPM Solution, CCBCC can analyze its finances more accurately, easily comply with Sarbanes-Oxley and SOP 98-1 regulations, and better manage its resources. In addition, it has the visibility to make decisions and achieve its goals in less time.
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| EasyLink Implements On Demand EPM |
EasyLink Services International Corporation (EasyLink) is a leading provider of messaging services to thousands of companies from large enterprises to sole proprietorships around the world. Project Management, had an immediate need for a solution that would provide visibility into resource capacity and utilization to help management plan and schedule the execution of its projects. Because time was a constraint, EasyLink determined implementing an on-demand Enterprise Project Management (EPM) system would be the ideal solution. EasyLink went Live with VirtualePM (VePM), which is Project Solutions Groups (PSG) Software-as-a-Service (SaaS) EPM system built on Microsoft Office Project Server 2007, in May 2008. Since then, EasyLink has reaped many of the benefits that VePM offers in terms of tracking project performance and resource management, and has gained widespread adoption within these two respective business units.
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| The Pohly Company Case Study |
Pohly handles approximately 30 different publications at any given time, often with over 100 issues in progress at once. Thus, forecasting resource demand versus capacity and visibility into daily updates for scheduling was their major concern.
Because of this, resources felt constantly over-allocated, but management had no visibility into the hard data in order to forecast demand versus capacity and make appropriate adjustments. Managers spent a great deal of time updating plans, but the updated information had already changed again by the time the revised plans were released to the organization. Reports created to cast visibility on capacity were based off of lagging indicators instead of leading indicators. Actual work completed in one month was not a clear indicator of the work that was likely to be completed the next month. Cross-business unit work could not take into account availability, which severely impacted deadlines.
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| Tyco Healthcare |
Cost management was Tyco Healthcare's primary challenge. Tyco Healthcare's Respiratory segment had no uniform method for determining project costs that would be used consistently across each division and project. Information was spread across multiple systems and required input from multiple people. Lack of consistency meant that costs could not be compared across projects, or against historical costs. Managers had no discipline for meaningful comparison between forecast and actual project costs. There was not a single point of visibility for project costs within a division, and divisions even had different methods of calculating R&D labor...
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| University of Southern Mississippi |
The University of Southern Mississippi (USM), located in Hattiesburg, MS, is a comprehensive, research-extensive university with a student population of more than 14,000. Founded in 1910, USM's primary mission is to cultivate intellectual development and creativity through the generation, dissemination, application and preservation of knowledge. USM's iTech department, consisting of more than 100 resources, is responsible for providing computer, telephony and strategic guidance in the use and management of technology-based solutions across the University...
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| The State of Rhode Island |
In 2003 the governor of Rhode Island embarked on a comprehensive program called Fiscal Fitness. The goal was to rein in spending and embed efficiencies across the entire state government -- more than 250 programs. The governor formed review committees and invited public input while each department, office and function was evaluated. After initial review of processes and workflow, the state adopted a phased-in approach to reform that would reduce the number of programs to a manageable number...
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| Arbitron |
Arbitron's newly formed Program Management Office (PMO) wanted to establish a new project management methodology in order to more effectively manage the organization's IT projects. The company needed an accurate way to track resource use across various projects in different departments, in order have a snapshot view of who was working on what, and who had what availability. Arbitron needed a single location housing all project-related templates and documents, so project teams would be able to easily access these documents and collaborate on them...
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| Albany International |
Albany International is the world's largest producer of paper machine clothing and high-performance doors, with manufacturing plants in 15 countries and sales worldwide. Albany International executives recognized the need to improve project management oversight to remain competitive within the industry.
Company officials determined a need to ensure the accuracy of project plans and establish a rigorous, systematic plan to execute and track progress managing multiple global projects and resources. Simple, real-time access to program-level information was needed to assist managers in the decision-making process...
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| The Large Defense Contractor |
The client was a large defense contractor with an established telecommunications product implementation and service division. Their primary business involves delivering technologies and services to government and commercial customers using a project-based approach...
The company has more than 150 project management roles supporting numerous program initiatives around the
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| Project Management Professional Development and Training Program |
Our client is a rapidly growing technology consulting organization that provides strategic, information technology consulting to customers in the insurance, financial, high technology and manufacturing industries. Because the success of each individual project is integral to their overall success, it became imperative that the project management consulting staff was prepared for the complex and varied scenarios they encountered in their everyday jobs. Although our client is well known in the consulting space for its high-quality customer service, their executive management team believed that partnering with a company that specialized in project management would make their staff even more efficient in delivering successful projects...
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